- 學位論文
精神科醫師發展相關多角化經營 暨共通智識之研究
A Study on Related Diversification and Concurrent Skills for Psychiatrists
摘要
自從精神衛生法(公元1990年)及全民健保制度(公元1995年)實施以後，台灣的精神醫療產業面臨極大的轉變，許多精神科醫師必須在其專業能力之外開始學習商業方面的智識，在面臨已經或即將來臨的轉變，精神科醫師們多已開始朝向相關產業準備或發展。 本研究提出精神科醫師經營精神科產業之關鍵成功因素、核心競爭力以及優勢邏輯，並且將之整合發展為精神科醫師進行相關多角化經營的「共通智識」(Concurrent Skills)。 研究開始先回顧過去有關多角化經營發展的相關文獻，接著透過與擁有相關經驗的私人開業精神科醫師等精神醫療從業人員的焦點群體訪談與個人深度訪談，來探討產業通則與關鍵成功因素、核心競爭力與優勢邏輯，並將結果應用於發展相關多角化經營。 本研究的主要目的為擴大精神科醫師的視野與知識領域，並且理解有關關鍵成功因素、核心競爭力以及共通智識的基本概念。提供精神科醫師們在嘗試發展相關多角化經營時，所必須之共通智識的認知。如此，即使部分精神科醫師受限於本身的時間與能力而無法自身充分發展智識，也能夠依照其所需要的共通智識而正確地延聘經營人才。 對於精神科醫師發展相關多角化經營，在本研究中探討並歸納提出其共通智識如下： 1. 精神科醫師本身的關鍵成功因素與發展相關多角化經營的關鍵成功因素有差異。 2. 精神科醫師本身的關鍵成功因素與發展相關多角化經營的核心競爭力亦有差異。 3. 所有企業經營者應具備的智識都在本研究中提出的共通智識中。 4. 具備此共通智識是精神科醫師發展相關多角化經營的必要條件。 5. 此共通智識對精神科醫師在其精神醫療本業與多角化經營管理均為不可或缺的。 6. 具備此共通智識將使精神科醫師足以勝任為一成功之經營者。 7. 除此共通智識外，精神科醫師發展相關多角化經營可能還仍有其他必要的專業技能需求。 當然，精神醫療本業中的關鍵成功因素與核心競爭力，在發展相關多角化經營的共通智識中仍是非常重要的元素，本研究認為(1)精神醫療園區(2)連鎖精神科醫院(3)精神科醫藥衛材供應商(4)精神科經營管理公司(5)物業管理公司是較有機會成功的精神科醫師發展相關多角化經營的方向，但在台灣現行法律及社會環境下精神科經營管理公司與物業管理公司則仍需要長期努力才可能實現，故以精神醫療園區、連鎖精神科醫院與精神科醫藥衛材供應商為精神科醫師最可行的三個相關多角化方向。
並列摘要
With the changes of the Mental healthcare industry in Taiwan due to the implementation of Mental Healthcare Law (1990) and National Healthcare Insurance (1995), many doctors are adding business skills in addition to their psychiatry specialties training. Some psychiatrists were ready for a career change or going into role of manager in psychiatry- related businesses. This study applied concept of key success factor, core competence and dominant logic to assess related diversification for psychiatrists. By formulating a management term “Concurrent Skills”, this study then identified the concurrent skills needed for psychiatrists to succeed in related diversification. This study first review the literature for diversification, key success factor, core competence and dominant logic. Then, we will use focus group and individual interviews in our research methodology to identify key success factors, core competencies and concurrent skills in private-practice psychiatrists. We then apply these findings to assess psychiatry-related diversification. The primary objective of this study is to broaden psychiatrists’ knowledge field and let them develop an understanding and appreciation of KSF, CC and CONCURRENT SKILLS (CS). So when a psychiatrist decides to venture into other psychiatry-related businesses, he or she will recognize the CS needed to diversify. The secondary purpose of this study is for psychiatrists to recognize that if one does not has the time or energy to develop these CS; one could then find and hire the right person with the essential CS to manage the business. This study proposed propositions and concluded that: 1.KSFs of psychiatrists are different than in psychiatry-related diversification. 2.CCs of psychiatrists are different than in psychiatry-related diversification. 3.All the manager skills are considered concurrent skills. 4.Concurrent skills are prerequisite for psychiatrist to diversify. 5.Concurrent skills are prerequisite for psychiatrist’s dual role as psychiatrist or manager. 6.Concurrent skills will enable psychiatrist to become more competent entrepreneur. 7.In addition to concurrent skills, there might be other skills that are necessary to fully develop psychiatry-related businesses. Nonetheless, we see that the KSFs and CCs of psychiatrists are embedded in the concurrent skills. Lastly, Psychiatric park, franchise psychiatric hospital, Psychiatry medication supplier, Psychiatry practice management company and Property management company are the more likely-to-succeed diversification. However, under nowadays legal and social environment in Taiwan, Psychiatry practice management company and Property management company can not be accomplished unless there are more efforts made. That is, Psychiatric Park, Franchise psychiatric Hospital and Psychiatry medication supplier are referred as most possible ones.